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Showing papers on "Transactional leadership published in 1977"


Book
01 Jan 1977
TL;DR: A classic work on leadership for business men and women, government leaders and all persons in positions of authority is as discussed by the authors, where the authors present a set of guidelines for men, women, and government leaders.
Abstract: A classic work on leadership for business men and women, government leaders and all persons in positions of authority.

3,476 citations


Journal ArticleDOI
TL;DR: In this article, the conceptual definition and measurement of functional leadership behavior and its relation to other leadership processes are considered, and a general set of leadership functions is developed based on theoretical and empirical considerations and is operationally defined by an interaction coding procedure.
Abstract: March 1977, volume 22 The conceptual definition and measurement of functional leadership behavior and its relation to other leadership processes is considered. A general set of leadership functions is developed based on theoretical and empirical considerations and is operationally defined by an interaction coding procedure. This operational procedure seems to be reliable and valid. Highly significant relations among functional behavior, social power, and leadership perceptions are found. The amount of unexplained variance in all three measures, however, is substantial. These findings illustrate the need to retain conceptual distinctions among the three leadership processes and to investigate the dynamics underlying their interrelations. An important factor influencing these interrelations is the situational specificity of person perception processes. It is suggested that in most novel situations, interpersonal perceptions are based on general stereotypes rather than situation specific criteria. The data support this interpretation.*

201 citations


Journal ArticleDOI
TL;DR: In this paper, the authors examine the kinds of women leaders that emerge, the styles of leadership utilized by women in contrast to those utilized by men, and the effects these kinds of leadership have on group behavior.
Abstract: This paper will examine not leadership per se but the issue of what kinds of leaders emerge in what kinds of groups. It will focus on women—the kinds of women leaders that emerge, the styles of leadership utilized by women in contrast to those utilized by men, and the effects these kinds of leadership have on group behavior.

97 citations


Journal Article
TL;DR: In this paper, the authors developed a measuring instrument for organizational importance, which measures two dimensions of organizational importance: (i) leadership style, or the idealized approach that a person would prefer to take to supervising; and (ii) followship style or the kind of leadership patterns which would be preferred by an individual in his/her boss.
Abstract: Diverse areas of management theory, including the question of autocratic versus democratic styles of leadership, have resulted in the development of a measuring instrument. In the form of a questionnaire, it has become a valuable training and learning device for supervisors to isolate their particular styles and approaches to management. The instrument measures two different dimensions of organizational importance: 1) Leadership style, or the idealized approach that a person would prefer to take to supervising; and 2) Followship style, or the kind of leadership patterns which would be preferred by an individual in his/her boss. Approximately 3000 test results are graphically reviewed and practical implications for leadership style, effectiveness and training, and organizational effectiveness are described. The questionnaire and instructions for scoring and interpretation are included.

40 citations


Journal ArticleDOI
TL;DR: In this paper, the authors consider the problem of why some people emerge as leaders rather than others in political leadership in the contemporary nation-state, ours in particular, and apply it to the case of political leadership.
Abstract: Students of society have long been interested in the phenomenon of leadership and puzzled by the problem of why some people emerge as leaders rather than others. This article will approach the problem mainly in terms of political leadership in the contemporary nation-state, ours in particular. At one time it was generally thought that those who become leaders do so by virtue of their possession in superior degree of certain personal traits-such as stamina, decisiveness, composure-which make it their fate to reach positions of leadership in their organizations or societies. This has been loosely labeled the "great man" theory of leadership. Social science research in the twentieth century seemed for a while to invalidate it. This research gave rise to what has been called "situationism," or the view that the nature of the group's situation at a given time predetermines what traits are likely to bring a certain individual to the fore as the leader and what traits will impede such an outcome in others. According to situationism, qualities making for leadership success in one set of circumstances, might militate against it in another. For example, it could be argued that Winston Churchill's party was defeated in the British national elections held soon after the end of World War II in Europe because the change from a war situation to one of peacetime made the characteristics of Clement Atlee, the Labour party's leader, more appealing to the electorate than those that had earlier propelled Churchill to power as an ideal war leader for embattled Britain. The pendulum's swing from the great man theory to situationism was fol-

31 citations


Book ChapterDOI
01 Jan 1977

28 citations


Journal ArticleDOI
TL;DR: In this article, the importance of self-esteem, how it is affected in organization contexts, and what implications are apparent, given this evidence, for researchers, managers, and consultants.
Abstract: Studies on leadership, by both laymen and academicians, abound. It is an oft- studied concept that has experienced a distinct evolutionary cycle typical of much of social science research. This paradigm is utilized to describe a variety of investi gations that suggest that self-esteem is a significant variable in individual produc tive functioning and leadership effectiveness. This literature is reviewed, focusing not on characteristics of a leader, but on superior-subordinate interactions. A con ceptual framework is presented that describes the importance of self-esteem, how it is affected in organization contexts, and what implications are apparent, given this evidence, for researchers, managers, and consultants.

21 citations


Journal Article

21 citations


01 Jun 1977
TL;DR: A review of the findings of several lines of programmatic research on the interactive features of leadership is provided in this article, which includes effects of appointment or election of leaders, success or failure of group, replacement of the leader, sex of leader in mixed-sex groups, emergent leadership as a function of quantity and quality of participation in discussion groups, task and personality factors in emergent leader.
Abstract: : A review of the findings of several lines of programmatic research on the interactive features of leadership is provided. Topics dealt with in these studies include: effects of appointment or election of leaders; success or failure of group; replacement of the leader; sex of leader in mixed-sex groups; emergent leadership as a function of quantity and quality of participation in discussion groups; task and personality factors in emergent leadership. (Author)

21 citations


Journal ArticleDOI
TL;DR: An index of positive focusing behavior differentiates more strongly parents of adolescents hypothesized to be at varying leves of risk for schizophrenia than does the measure of transactional style deviance.
Abstract: The families of 29 disturbed but nonpsychotic adolescents were observed in a structured task in which they discussed their reactions to viewing themselves interacting on videotape. Measures derived from the Singer-Wynne concenpt of transactional style deviance were applied to the parental behaviors and related to prior assessments of parental communication disorder based on individual parental TAT protocols. The results confirm the Singer-Wynne hypothesis of the cross-situational stability of transactional style deviance. The most striking finding, however, is that an index of positive focusing behavior differentiates more strongly parents of adolescents hypothesized to be at varying leves of risk for schizophrenia than does the measure of transactional style deviance.

11 citations


Journal ArticleDOI
TL;DR: In this paper, the authors investigated the effects of personality systems on the encoding and decoding process of individuals, and provided some possible explanations for personality systems' effect on the decoding process.
Abstract: This study was undertaken to supply some possible explanations concern ing effects of personality systems on the encoding and decoding process of individuals. A working model of the communication p...

Dissertation
01 Dec 1977
TL;DR: In this paper, a study was conducted to determine whether or not significant differences existed between teachers' perceptions of their principal's role behavior, whether significant differences exist between teachers" perceptions of the principal's administrative performance, and whether there was any relationship between teachers's perceptions of principal role behavior and his administrative performance.
Abstract: This study was based on the assumption that classroom teachers were in an advantageous position to judge their principal's role behavior and their principal's administrative performance. The problem of this study was to determine whether or not significant differences existed between teachers' perceptions of their principal's role behavior; whether or not significant differences existed between teachers' perceptions of their principal's administrative performance; and whether or not there was any relationship between teachers' perceptions of their principal's role behavior and his administrative performance. The findings in this study led to the following conclusions: Factors such as sex, education level, teaching experience, school level, school size, and school district do not effect principal’s behavior or administrative performance. However, differences were found in teacher perceptions for teachers with 5 years or less of teaching experience, rural/urban school setting, principal’s sex don’t differ in their role behavior; differing instead in educational leadership ability. It is concluded that principals are least effective in the area of educational leadership when comparing the four areas of administrative decision-making, communications, general administrative behavior, and educational leadership. They are most effective in general administrative behavior. Principals, in general, tend to exhibit transactional behavior. The majority of teachers do not indicate that their principal's role behavior has any relationship to their administrative performance as school principals.


01 Jan 1977
Abstract: Training is considered one of the most popular and principal methods to effect change (Bennis, 1973) . This study was intended to focus on three variables related to training as a method to affect change at the knowledge, attitude and behavioral levels. Specifically, the research addresses the concept of change as it relates to knowledge, individual leadership behavior as perceived by the leader and by others and leadership adaptability or effectiveness as perceived by the leader and by others as a result of newly acquired knowledge. The research, based on specific hypotheses, involved the collection of data on three different occasions. At Occasion 1, self-report data was obtained from each of the participants of the study. This data comprised

Journal ArticleDOI
TL;DR: The professional behavior of most educational ad ministrators can be classified as "authoritarian", contends as mentioned in this paper, who believes that a "demo cratic" administrative style is more effective, and details a strategy for developing a democratic leadership style.
Abstract: The professional behavior of most educational ad ministrators can be classified as "authoritarian," contends this author, who believes that a "demo cratic" administrative style is more effective, and details a strategy for developing a democratic leadership style.

Journal ArticleDOI
TL;DR: A series of studies based on a transactional perspective is described in this paper. But the authors do not discuss a school-based project in order to describe the transactional approach to behavioral science research.
Abstract: For centuries philosophers and educators have tried to understand the nature and order of human learning. The current status of understanding of the educational process suggests that we need more effective inquiry procedures. We shall report here a series of studies based on a transactional perspective. Inquiry contributed by Maxwell, Dewey, Heisenberg, and Dewey and Bentley introduced transactional inquiry.1 The notion that people and things have constantly changing properties, that understanding of a child can be gained only through understanding within a context, and that people in a setting are interdependent and have mutual impact on each other, were espoused by Maxwell, Dewey and Bentley. Within the transactional perspective, we must set observations free of preconceived ideas about people and things, and recognize that one cannot study or observe a phenomenon without influencing the phenomenon and oneself in the process. While the uncertainty of human transactions does not allow one to promise that an approach will be effective, there might be ways to maximize the probability of effectiveness. Out of the transactional perspective, we can abstract several conditions under which educational research might be most useful: (1) ideas should evolve out of the setting, (2) prospective recipients should participate at all levels of planning, (3) research should be conducted within the natural setting, (4) a major purpose of the research should be description of what occurs under given conditions, and (5) research should be action-oriented.2 I will discuss a school-based project in order to describe a transactional approach to behavioral science research. The project is currently in its third year, with the first year a pilot study that was funded in part by the Tennessee State Department of Education. The subsequent two years and one year to come are being supported by a Title III grant. In a semi-rural Tennessee county, a vocal group of parents began to call attention to early


Journal ArticleDOI
TL;DR: In this paper, the author reviews past and present research on educational leadership from what perspective is educational leadership properly viewed from the perspective of the teacher's point of view and the student's perspective.
Abstract: \"From what perspective is educational leadership properly viewed?\" Dilworth asks. In attempting to answer that question the author reviews past and present research.


01 May 1977
TL;DR: The authors provided an overview of the contributions of the research conducted under this contract, including normative models of leadership style, empirical validation of the model, new methods for studying leadership; descriptive models of leader behavior; perceptual differences in leadership style; organizational structure and leadership style.
Abstract: : This final report provides an overview of the contributions of the research conducted under this contract. Research areas include: (1) normative models of leadership style; (2) empirical validation of the model; (3) new methods for studying leadership; (4) descriptive models of leader behavior; (5) perceptual differences in leadership style; (6) organizational structure and leadership style; and (7) leadership development and training. Lists of technical reports and publications included. (Author)


ReportDOI
01 May 1977
TL;DR: In this paper, the authors focus on identifying and clarifying dimensions of organizational leadership, and present an analysis based upon a theory of learning transfer that is different from that upon which job analyses are traditionally based.
Abstract: : This monograph is the third in a series whose focus is on identifying and clarifying dimensions of organizational leadership. The previous monograph (AD-A090 479) identified discrete leadership tasks within nine dimensions. These dimensions varied in degree of importance and focus at each of five organizational levels. The dimensions and the levels when combined comprised a matrix of organizational leadership behaviors. The present monograph explores and develops the concepts contained in the organizational leadership matrix. Each task contained in the original matrix is described in terms of subtasks which are implicit in the primary task. The following analysis is based upon a theory of learning transfer that is different from that upon which job analyses are traditionally based. Thus, all-inclusive job listing is not provided. Enough detail is present, however, to permit curriculum developers to complete the training development process.

01 Jan 1977
TL;DR: Leadership as Interaction Dialogue (LID) as discussed by the authors ) is a humanistic approach to leadership in education, where the goal is to encourage and support dialogue between educators and students, rather than domination, manipulation and release.
Abstract: Leadership As Interaction Dialogue Harold Lorenzo Hunt, B.A., Wayne State University M.Div., San Francisco Theology Seminary M.Ed. , University of Massachusetts Ed.D. , University of Massachusetts • Directed by: Dr. Norma Jean Anderson This study identifies and analyzes leadership in general and dialogical leadership in particular, with the intention of presenting .leadership as interaction dialogue as a humanistic approach to leadership. The author argues thatthe majority of leadership styles in education have been, and still are, hierarchal, dogmatic and declarative. The researcher projects that in the midst of leadership styles that tend to oppress and repress teachers and students alike, there is a need for dialogue that is interactive and humane. First, the historical perspective of dialogics and antidialogics is investigated to show the contrast between authoritarian and democratic forms of leadership. Secondly, aspects of the human character structure that impede and/or facilitate dialogue are presented to explain why a history of miscalculation has permeated conflict between educators and students, i.e., Wilhelm Reich. Thirdly, some major leadership styles are investigated (Platonic, Management and Liberation) to contrast the goals and intentionalities of these styles which are domination, manipulation and release, versus interaction, affirmation and mutual participation with the goals of leadership as interaction dialogue. Finally, the author presents leadership as interaction